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ANNUAL REPORT 2016 3
TABLE OF CONTENTS
INTRODUCTION
LEADERSHIP AND ADVOCACY
COLLABORATING
STRATEGIC PLANNING
WORKING WITH COUNCILS –ENHANCING STRATEGIC CAPACITY
WORKING WITH COMMUNITY –ENHANCING STRATEGIC CAPACITY
WORKING WITH COUNCILS – SERVICE DELIVERY
MANAGEMENT
ANNUAL REPORT 2016 4
INTRODUCTION
BACKGROUND
Joint Organisations (JOs) provide a new way for local councils and the NSW Government to
work together to deliver things that matter the most to regional communities. They represent
a commitment to collaborate in the long term to develop and support a shared vision for the
region. It is anticipated that JOs will be enabled through changes to the Local Government
Act and other relevant legislation in 2017. Prior to legislative change, a pilot program with
five regional JOs operated to test and refine the JO model. The Illawarra Pilot JO (IPJO)
was one of the five pilots.
The core functions of the IPJO are regional
strategic planning, inter-governmental
collaboration and regional leadership and
advocacy. The IPJO has also included
optional functions of creating or enhancing
councils‟ strategic capacity and undertaking
some regional service delivery.
The pilot worked very closely with the
regional Department of Premier & Cabinet
and state agencies on identifying priorities
across a number of themes. In addition the
Councils continue to work closely together on strengthening capacity, particularly in
procurement and asset management.
The IPJO came into effect as the replacement organisation for Southern Councils Group on
1st July 2015, in a seamless transition from the Southern Councils Group, which held its final
meeting on 5th June 2015.
The IPJO’s Vision for the Illawarra is:
A confident, vibrant and productive region that maximizes it‟s potential and looks after its
people and environment.
The IPJO will:
Lead, advocate and collaborate to maximize the region‟s potential and serve the interests of
regional communities.
ANNUAL REPORT 2016 5
INTRODUCTION
WHO WE ARE
REPRESENTING THE COUNCILS OF KIAMA MUNICIPAL, SHELLHARBOUR
CITY, SHOALHAVEN CITY AND WOLLONGONG CITY
ANNUAL REPORT 2016 6
LEADERSHIP AND ADVOCACY
CHAIRMAN ‟S REPORT
Chairing the IPJO throughout the whole course of 2016 was an unexpected honour on
several fronts. The organisation fully expected to have removed „pilot‟ from its title early in
the year, and then with merger proposals on the table, my role as Chair was also in doubt.
It is very pleasing that despite these uncertainties we were able to forge ahead as a Joint
Organisation with initiatives that demonstrated the effectiveness of the agreed core functions
of the JO, particularly collaborative leadership and advocacy for our communities.
The Annual Report more fully documents this work, but leading real joint action on the issue
of youth unemployment across our region has been of particular note. This was an issue we
first identified as pertinent to us all in a Chairman‟s Minutes of November 2013. Aided by
working with our colleague the Parliamentary Secretary Gareth Ward MP and the enhanced
collaboration with the Department of Premier & Cabinet‟s regional team, we are seeing
genuine outcomes in this endeavor for all our communities. Local Government has taken a
decisive and exciting step with an IPJO procurement policy that recognizes and rewards
tenderers who can demonstrate a youth employment outcome.
As the first region in NSW to implement the new regional planning framework, we have
tested new approaches to tackling regional planning priorities and the close working
relationship with Department of Planning staff in the region has been further enhanced.
Meanwhile regular meetings with the Regional Leadership Group have generated new ways
of solving potential roadblocks regionally and preventing escalation of issues. The benefits of
working together are further demonstrated by work such as that with the Office of Small
Business project to improve a red tape burden, or the in-house design of a project
addressing both environmental and social issues with better coordinated food rescue.
We have also joined forces with other lead agencies to tackle matters as diverse as suicide
prevention, help prepare for refugee intakes, work towards a seamless roll-out of the
National Disability Insurance Scheme, and create a World Health Organisation age friendly
region.
The ability of the four member councils to lead and work closely together and with our State
and industry colleagues having been amply demonstrated over the last two years, we can
approach 2017 in a spirit of some optimism that was somewhat damper this time last year.
I would like to thank and recognise the contribution of former IPJO Board Members
Councillors Joanna Gash (Shoalhaven), Brian Petschler and Warren Steel (Kiama) and Paul
Rankin (Shellharbour) and look forward to continuing our work with newly joined Board
Members, Councillors Amanda Findley and Mark Kitchener (Shoalhaven), Mark Honey and
Kathy Rice (Kiama) and John Murray (Shellharbour).This is of course, not forgetting the hard
work and commitment of our continuing Board Members Councillors Chris Connor, Marianne
Saliba and John Wells.
ANNUAL REPORT 2016 7
LEADERSHIP & ADVOCACY
I once again thank and recognise the contributions of the JO Secretariat and Projects team
who have also travelled the uncertain 2016 road while ensuring that the work of the
organisation was maintained and extended consistently with the vision we had set as a pilot
Board in 2015.
Gordon Bradbery
Lord Mayor, Wollongong City Council
Chairman, Illawarra Pilot Joint Organisation
IPJO SUPPORT FOR RIO DE JANEIRO OLYMPIANS
Councillor Gordon Bradbery officially welcomed 16 regional Olympians home from the Rio de Janeiro games in his capacity as Illawarra Pilot Joint Organisation Chair and Wollongong City Council Lord Mayor and presented Keys to the City to gold medallists Emma McKeon, Nicole Beck and Emma Tonegato.
ANNUAL REPORT 2016 8
LEADERSHIP & ADVOCACY
PARLIAMENTARY SECRETARY
The role of the Parliamentary Secretary for the Illawarra and South Coast was recognised by the IPJO Board in 2015 as an important new pathway for regional leadership and advocacy. Gareth Ward MP has continued to support the IPJO and maintained a strong commitment to working closely with the organisation throughout 2016. The benefits this brings include informing his Cabinet reporting process and having a strong advocate within Parliament.
REGIONAL LEADERSHIP GROUP
One of the key pieces of work that the Illawarra Pilot JO trialed with Department of Premier
and Cabinet was to streamline a previously complex way of local government coming
together with State Agencies to share information, identify opportunities and report on
activity. This approach continued in 2016 with two joint meetings held in March and
December.
LAUNCH OF THE ILLAWARRA YOUTH EMPLOYMENT STRATEGY
The official launch of one of the IPJO‟s most important initiatives with State Government and
industry partners was held in Kiama on Friday 22 July 2016 and was well attended by the
community. The welcome was delivered by Anthony Body, Director Illawarra South East
NSW, Department of Premier & Cabinet followed by an address by the Parliamentary
Secretary for the Illawarra and South Coast, Gareth Ward MP.
IPJO Deputy Chair, Clr John Wells gave an overview of the program with Mr Matt O‟Hara
from ClubsNSW speaking from an employer‟s perspective. A range of speakers assisting,
partnering and participating in the program provided some insights into the approach and
what it sets out to achieve.
ANNUAL REPORT 2016 9
LEADERSHIP & ADVOCACY
BOARD FORUMS
MARCH 2016
Hosted by Shellharbour City Council at the Council Chambers
Annual General Meeting and 1st Business Meeting of IPJO
Presentation by Tim Hurst, Acting Chief Executive, Office of Local Government on an update
on Fit for the Future
Youth Employment Action Plan discussed with IPJO and ISGN
MAY 2016
Hosted by Wollongong City Council at the Council Chambers
2nd Business Meeting of IPJO
Forum by Grahame Gould, Executive Director of Lifeline South Coast and Alex Hains,
Coordinator of the Illawarra Shoalhaven Suicide Prevention Collaborative
JULY 2016
Hosted by Kiama Municipal Council at the Pavilion, Kiama
3rd Business Meeting of IPJO
“Enabling Adaptation in the South East project” presentation by Aaron Coutts-Smith, Senior
Project Officer from the Office of Environment of Heritage
Presentation by Marcel Green, Program Leader for the Shark Strategy & Threatened Species
from the Department of Primary Industries
Launch of YES Program – IPJO & DPC with Government stakeholders
DECEMBER 2016
Hosted by Department of Premier & Cabinet at the State Office Block, Wollongong
4th Business Meeting of IPJO
Anthony Body, Senior Regional Coordinator, Department of Premier & Cabinet provided an
update of the Premier‟s Priorities
Linda Davis, Manager Regional Growth Planning, Department of Planning delivered
information on the Illawarra Shoalhaven Regional Plan Draft Annual Monitoring Report 2016
SUBMISSIONS
Submission to the Council Boundary Review – February 2016
Submission to Council Mergers – February 2016
Submitted to the NSW Treasurer – The Hon Gladys Berejiklian MP
Emergency Services Property Levy - April 2016
Submitted to the Independent Reviewer – The Hon Warwick Smith
Independent Review of the Effectiveness of the RDA Program – November 2016.
ANNUAL REPORT 2016 10
LEADERSHIP & ADVOCACY
IPJO MEMBERSHIP AS AT 31 DECEMBER 2016
Wollongong City Council
Chair, Clr Gordon Bradbery
Clr Chris Connor
Mr David Farmer, General Manager
Shellharbour City Council
Clr Marianne Saliba
Clr John Murray
Mr Carey McIntyre, General Manager
Kiama Municipal Council
Clr Mark Honey
Clr Kathy Rice
Mr Michael Forsyth, General Manager
Shoalhaven City Council
Clr Amanda Findley
Deputy Chair, Clr John Wells
Clr Mark Kitchener
Mr Russ Pigg, General Manager
Department of Premier & Cabinet
Mr Anthony Body
Senior Regional Coordinator
Illawarra and South East NSW
(non-voting representative)
Illawarra Pilot Joint Organisation
Ms Lesley Scarlett
Executive Officer
(non-voting representative)
ANNUAL REPORT 2016 11
COLLABORATING
ILLAWARRA SHOALHAVEN SUICIDE PREVENTION
The Illawarra Shoalhaven Suicide Prevention Collaborative (the Collaborative) was
established in August 2015 in the belief that suicide prevention is everyone‟s business, and
not exclusive to any one service or sector. People at risk of suicide and those who care for
them often access support from various services and sectors, and so any successful
approach will require a collaborative cross-sectoral approach. IPJO agreed to lend its
support to a grant application made by the Collaborative; and to have senior Council
representatives attend the monthly meetings to assist in identifying opportunities for their
respective Councils to contribute in reducing suicide deaths in the community.
ILLAWARRA ACADEMY OF SPORT
The former Illawarra Region of Councils acted as an umbrella organisation for the Academy
for many years, and member Councils have continued active involvement. The Deputy
Chair of the Illawarra Academy of Sport provided an update to IPJO in May on a review of
the Academies and advised that the term of the current Illawarra Board would be extended
for six months during which time a constitutional review of the organisation would be
undertaken.
SE NSW MULTICULTURAL COMMITTEE
In March 2016 Multicultural NSW approached IPJO for nomination of "a local government
senior staff member with a deep understanding of the social policy issues local Councils
face, as well as significant experience working around cultural diversity, social cohesion and
community harmony", to represent the South East of NSW on the relevant one of eight new
Regional Advisory Councils. Following consultation with the Canberra Region Joint
Organisation two representatives, Kerry Hunt, Manager Community Cultural and Economic
Development from Wollongong City Council and Kathryn Baget-Juelf, Group Manager
Community Connections at Shellharbour City Council have been attending on behalf of local
government across both regions.
ILLAWARRA REFUGEES COMMITTEE
It was agreed that Wollongong City Council would act as lead local government
representative in preparatory work required for refugee intake within the Illawarra
Shoalhaven.
ENDEAVOUR ENERGY CUSTOMER CONSULTATIVE COMMITTEE
The Executive Officer has continued as local government representative on the Committee
which acts as a forum for consultation with the communities that Endeavour Energy service.
Discussion during the year has encompassed customer engagement strategy development,
tariff reform, capital infrastructure programs, and network reliability.
ANNUAL REPORT 2016 12
COLLABORATING
ILLAWARRA SHOALHAVEN NDIS GOVERNMENT WORKING GROUP
Department of Premier and Cabinet established and convened the first meeting of the above
group in 2016, to prepare for the local roll out and implementation of the National Disability
Insurance Scheme (NDIS) and ensure as smooth a transition as possible for the region from
July 2017. The NDIS is a new way of providing individualised support for eligible people with
permanent and significant disability, their families and carers. It will present opportunities
and challenges to the way government agencies provide services to the community.
The Working Group is chaired by NSW Family and Community Services and membership
comprises senior government staff representing agencies that will be interfacing with the
NDIS. This Working Group enhances communication and collaboration between government
agencies to ensure a successful NDIS transition.
The IPJO represents local government on the Working Group. Local Government will have
a role in leadership, working with our communities to assist the smooth transition and
maintaining core services where applicable, as will the various interface agencies.
TAFE ILLAWARRA NSW ADVISORY COUNCIL
The Executive Officer has continued as a Ministerial appointee to the Council, attended four
meetings of the Council, the impressive TAFE Illawarra Annual Awards ceremony and the
opening of the new Dapto Connected Learning Centre.
Enrolments in the region increased significantly, particularly in carpentry, the Diploma of
Nursing was introduced to Queanbeyan and Batemans Bay campuses, and the sale of the
Shellharbour Campus saw reinvestment in the Dapto Connected Learning Centre, opened
by the Minister in April. TAFE Illawarra tendered for RMS Vehicle Inspection training and is
the lead institute for this, worked on development of the Equine Industry Community of
Practice, inaugurated the Business and Education Faculty and sought accreditation for a
Bachelor of Applied Leadership in Aged Services.
Late 2016 saw the transitioning of TAFE Illawarra NSW into the newly branded One TAFE
NSW which will see some changes to the coverage and composition of the Regional
Advisory Councils across NSW during 2017.
AGE FRIENDLY ILLAWARRA ALLIANCE
The Executive Officer represented Councils on the Alliance which held a well attended
Forum of stakeholders in August and went on to draft a three year strategy and seek
recognition of the region under the World Health Organisation criteria. A successful Liveable
Communities application for funding will see increased resourcing of this initiative over the
next 12 months.
ANNUAL REPORT 2016 13
COLLABORATING
OUTDOOR MARKETS POLICY PILOT PROJECT
The Office of the NSW Small Business Commissioner (OSBC) and the Illawarra Joint
Organisation and its four member councils – Wollongong, Shellharbour, Kiama and
Shoalhaven agreed late last year to work together to develop and trial a consistent Outdoor
Markets Policy.
Once developed, the Policy will be consistently applied across the Illawarra region enabling
small businesses (market stall operators and stall holders) to easily move between or
operate across all four council areas and not be hindered by overly burdensome and
inconsistent local government regulation.
REGIONAL STRATEGIC WEED MANAGEMENT COMMITTEE
The Executive Officer represents IPJO on the SE Regional Strategic Weed Management
Committee (SERWC) and attended a number of meetings in Queanbeyan convened by SE
Local Land Services, and contributed to discussions on the development of the SE Regional
Strategic Weed Management Plan which is open for comment in February – March 2017.
The Plan is under-pinned by the SE Weeds Action Program 2015-20 which was developed
and is managed by Queanbeyan–Palerang Council. IPJO and its two Local Control
Authorities, the IDNWA and Shoalhaven City Council have subsequently seen the loss of a
considerable resourcing from this program. IPJO believes that while the SE Regional
Strategic Weed Management Plan recognises the significantly different sub-regions of the
SE Tablelands and the coast, the SEWAP fails to take these differences into account, and in
2016, IPJO has sought a review of the Program to recognise the high risk weed burden of
the coast and a more appropriate risk/threat approach in the Weed Action Program.
IPJO ADVISORY COMMITTEES
GENERAL MANAGERS COMMITTEE
The General Managers Committee met on five occasions in 2016 to oversee and contribute
to the development of the organisation and ensure its smooth operation with the
collaboration of their Councils.
ECONOMIC DEVELOPERS COMMITTEE
The Economic Development staff of member Councils met on 3 occasions with colleagues
from the economic development agencies. A meeting including industry presentations
dedicated to transport matters was convened by Shoalhaven City Council early in the year.
ANNUAL REPORT 2016 14
COLLABORATING
LG PROFESSIONALS NSW - RURAL MANAGEMENT CHALLENGE
Once again IPJO collaborated with LG Professionals NSW in September 2016 when teams
from IPJO member Councils were joined by teams from the Councils of Goulburn-Mulwaree
and Eurobodalla for two days to participate in the LGProfessionals NSW Rural Management
Challenge held in Kiama.
Teams showed enthusiasm, passion and energy to work their way through the set tasks.
These tasks highlight the scope of services offered by councils to their communities. At the
end of the challenge LGP collated scores and the winning team was announced which for
our session in Kiama was Goulburn-Mulwaree Council.
Eurobodalla Shire Council Shellharbour City Council
Shoalhaven City Council Wollongong City Council
Goulburn-Mulwaree Council Kiama Municipal Council
ANNUAL REPORT 2016 15
REGIONAL STRATEGIC PLANNING
ILLAWARRA SHOALHAVEN REGIONAL PLAN
The Illawarra Shoalhaven Regional Plan was released on 24 November 2015 and adopts five goals:
1. A PROSPEROUS ILL AW ARR A-SHO ALH AVEN
2. A V ARIETY OF HOUSING CHOICES, W ITH HOMES TH AT MEET NEEDS AND LIFESTYLES
3. A REGION W ITH COMMUNITIES TH AT ARE STRONG, HEALTHY AND W ELL -CONNECTED
4. A REGION TH AT M AKES APPROPRI ATE USE OF AGRICULTUR AL AND RESO URCE
L ANDS
5. A REGION TH AT PROTEC TS AND ENH ANCES THE N ATUR AL ENVIRONMENT
The Plan has a strong focus on leveraging the region‟s economic assets and competitive advantages to support a strong, diversified and resilient economy by growing:
the national competitiveness of Metropolitan Wollongong by integrating the city‟s five precincts
– health, education, the commercial core, waterfront and the University of Wollongong‟s
Innovation Campus;
the capacity of the port of Port Kembla;
priority growth sectors including tourism; health, disability and aged care; ICT/knowledge
services; education and training; aviation, defence and advanced manufacturing; and freight
and logistics;
the economic capacity of assets like Albatross Aviation Technology Park, Illawarra Regional
Airport, Shellharbour City Centre, Nowra Centre and The Waterfront Shell Cove; and
new and expanded industrial activity by providing well-located and well-serviced supplies of
industrial land.
The Regional Plan also ensures that there is more than enough capacity across a range of housing choices to accommodate growth in the region:
The Government‟s growth projections indicate that the region will need at least 35,400 new
homes between 2016 and 2036. Government projections estimate that the population of the
region will increase by 60,400 people between 2016 and 2036.
The region is able to accommodate double this growth projection through its supply of
strategically identified new land release areas and the capacity for increased densities in
existing areas. The region has capacity for 45,840 new houses in strategically identified
release areas. There is also a feasible capacity to develop at least 24,100 additional homes in
existing urban areas under current market conditions. As the property market has
strengthened over the last two years, this infill capacity figure is a conservative estimate.
The Plan focuses on ensuring that new release areas are zoned, serviced and development
ready and that planning controls around existing centres support greater housing choice.
ANNUAL REPORT 2016 16
REGIONAL STRATEGIC PLANNING
ILLAWARRA SHOALHAVEN REGIONAL PLAN
Progressing the Plan in the first year has included:
Governance Framework
The Illawarra-Shoalhaven Coordinating and Monitoring Committee (CMC) has been
established to oversee the implementation of the Regional Plan, bringing together the
agencies and organisations responsible for delivering the majority of the outcomes under the
Regional Plan. The CMC which is jointly chaired by the Department of Planning and
Environment, and the Chair of the Illawarra JO also developed Terms of Reference and
collaboratively identified priorities for implementation. The CMC also informed the preparation
of an Annual Monitoring Report and an Implementation Plan for the Regional Plan, due for
release in the near future
The new Environment and Resources Group and the Metro Coordination Group have also
been established, each with their own area of responsibility in delivering the Regional Plan.
This is addition to the existing Illawarra-Shoalhaven Urban Development Program and
Committee.
Identification of priority implementation areas (all currently underway)
Growing the national competiveness of Metro Wollongong to provide jobs and housing
(Direction 1.1)
Investigating opportunities to better utilise industrial landholdings at Port Kembla, and reducing
land use conflict by managing buffers around the port and its supporting freight network
(Actions 1.4.1 and 1.2.1)
Renew and revitalise Nowra Centre by coordinating State agency input into precinct planning
and by revising capacity for expanded health-related uses (Action 1.3.1)
Develop a stronger marine based tourism industry, capitalising on the region‟s numerous small
ports and building on The Waterfront Shell Cove marine facility (Action 1.3.5)
Coordinate infrastructure delivery to support West Lake Illawarra and Nowra-Bomaderry
release areas (Action 2.3.1)
Finalise biodiversity certification for West Dapto (Action 2.4.1)
Protect the region‟s biodiversity corridors in local planning controls (Action 5.1.3)
Create a consistent approach to protect important riparian areas in planning and development
controls (Action 5.1.4)
Implement a risk-based decision making framework to manage water quality and waterway
health outcomes for all coastal lakes and estuaries in the region where development is
planned, with priority given to sensitive lakes and estuaries in the Illawarra (Action 5.4.2 and
5.4.3)
Monitor land and housing supply through the Illawarra-Shoalhaven Development Program and
incorporate the Shoalhaven local government area (Action 2.5.1). Note: Shoalhaven has now
been incorporated into the Urban Development Program.
ANNUAL REPORT 2016 22
WORKING WITH COUNCILS - ENHANCING STRATEGIC CAPACITY
REGIONAL PROCUREMENT PROGRAM
ANNUAL REPORT 2016 23
WORKING WITH COUNCILS - ENHANCING STRATEGIC CAPACITY
REGIONAL PROCUREMENT PROGRAM
ANNUAL REPORT 2016 24
WORKING WITH COUNCILS – ENHANCING STRATEGIC CAPAPCITY
REGIONAL ILLEGAL DUMPING PROGRAM
ANNUAL REPORT 2016 26
WORKING WITH COMMUNITY – ENHANCING STRATEGIC CAPAPCITY
ILLAWARRA PIC IT UP PROJECT
ANNUAL REPORT 2016 28
WORKING WITH COUNCILS - SERVICE DELIVERY
ILLAWARRA DISTRICT NOXIOUS WEEDS AUTHORITY
ANNUAL REPORT 2016 29
MANAGEMENT
SECRETARIAT REPORT
After an exciting and busy Pilot in 2015 as a Joint Organisation, 2016 was a year of
consolidation and development, pending the introduction of enabling legislation. With
member Councils and their staff also encountering a state of considerable flux during
proposed mergers, the JO was fortunate to have a clear workload and a firm basis of trust to
aid its delivery.
The requirements of Board and Committee meetings in 2016 were less onerous than the
previous transitional year. Only four of the usual five Board Meetings were held, with
elections in September for two of the Councils precluding the meeting at Parliament House.
Two of the meetings, March and May, attended by the Parliamentary Secretary Gareth Ward
MP, were combined with the Department of Premier and Cabinet Regional Leadership
Group meetings.
Smooth functioning of the Secretariat underpinned the new agendas of joint State-local
activity, capacity development work with member Councils, and the service delivery function
of the IDWNA, as existing staff took on new roles or expanded their activity.
The outcomes of this work are comprehensively reviewed in the Annual Report. The
Chairman‟s Report touches on the core State-local collaboration and strategic planning
functions which underpin the leadership and advocacy role. Highlights included the
introduction of the Illawarra Shoalhaven Regional Plan, the success of the Illawarra YES
project, and the commencement of the 360 Economic Outlook project.
Despite the additional demands and pressure that impending mergers placed on member
Councils, the JO continued to receive strong support, and communications and engagement
were excellent, with numerous newsletters widely distributed and significant participation in
joint activity.
Once again, the New Year has brought major change including in the State leadership and
much of the remaining uncertainty was clarified following the cancellation of the Shellharbour
and Wollongong merger proposal.
The IPJO now looks forward to the introduction of the enabling
legislation for the JOs and to working closely with our
neighbours and peers as we build on the success of the model
and this new way of doing business.
Lesley Scarlett
Executive Officer
ANNUAL REPORT 2016 30
MANAGEMENT
MANAGING COUNCIL REPORT
Kiama Council acts as managing Council for IPJO activity and provides accounting, human
resource and fleet management services on a fee-for-service basis. The staff of IPJO is
employed through Kiama Council and the organisation operates under all Kiama Council
policies and procedures.
Two full audited financial statements for the IPJO Secretariat, and the IDNWA, are available
on the IPJO website and a copy of the Auditors Report for IPJO is included overleaf, along
with a summary of the two Income Statements and Balance Sheets.
As flagged last year, changes to the nature and scope of activity of the organisation, with a
reduction in member Councils and in program activity resulted in a large but expected drop
in revenue.
The financial situation remains sound with good prospects for increased activity.
IPJO staff and operational activity were all compliant with Kiama Council policy and
procedures.
Michael Forsyth
General Manager
Kiama Municipal Council
Hon. Treasurer
ANNUAL REPORT 2016 33
MANAGEMENT
FINANCIAL STATEMENTS
SUMMARY INCOME STATEMENT TOTAL IPJO
SECRETARIAT
IDNWA
Income from continuing operations
Constituent Council contributions 340,271 200,000 140,271
Interest 72,229 44,821 27,408
Grants & contribs for operating purposes 1,289,717 1,155,908 133,809
Grants & contribs for capital purposes - -
Gain from the sale of assets 3,605 3,605 -
Other revenues from ordinary activities 380,893 267,590 113,303
TOTAL INCOME FROM CONTINUING OPERATIONS 2,086,715 1,671,924 414,791
Expenses from continuing operations
Employee costs 710,271 475,703 234,568
Borrowing costs - -
Depreciation and amortisation 41,394 21,271 20,123
Loss from the disposal of assets - -
Other expenses from ordinary activities 1,057,540 967,639 89,901
TOTAL EXPENSES FROM CONTINUING OPERATIONS 1,809,204 1,464,612 344,592
- SURPLUS (DEFICIT) FROM CONTINUING OPERATIONS
BEFORE CAPITAL AMOUNTS 277,511 207,312 70,199
Grants & Contributions provided for capital
purposes - - SURPLUS (DEFICIT)FROM CONTINUING OPERATIONS
AFTER CAPITAL AMOUNTS 270,632 207,312 63,321
Extrordinary items - -
SURPLUS (DEFICIT)FROM ALL ACTIVITIES 270,632 207,312 63,321
ANNUAL REPORT 2016 34
MANAGEMENT
FINANCIAL STATEMENTS
STATEMENT OF FINANCIAL
POSITION - SUMMARY
TOTAL IPJO
SECRETARIAT
IDNWA
Assets
Current Assets
Cash assets 2,586,701 1,671,163 915,538
Investment securities - - -
Receivables - - -
Inventories - - -
Other - - -
Total Current Assets 2,586,701 1,671,163 915,538
Non-Current Assets - - -
Property, plant & equipment 116,200 50,316 65,884
Total Non-Current Assets 116,200 50,316 65,884
TOTAL ASSETS 2,702,901 1,721,479 981,422
Liabilities - - -
Current Liabilities - - -
Payables - - -
Interest Bearing Liabilities - - -
Provisions 168,228 - 169,228
Total Current Liabilities 874,318 705,089 169,228
Total Non-Current Liabilities - - -
TOTAL LIABILITIES 874,318 705,089 169,228
Net Assets 1,828,583 1,016,389 812,194
Equity
Accumulated Surplus 1,828,583 1,016,389 812,194
Asset Revaluation Reserve - -
TOTAL EQUITY 1,828,583 1,016,389 812,194
STATEMENT OF CHANGES IN EQUITY TOTAL IPJO
SECRETARIAT
IDNWA
Balance at beginning of the period 1,551,072 809,077 741,995
Chanbge in net asset resulting from operations 277,508 207,312 70,196
other adjustments 1 1
Balance at end of reporting period 1,828,580 1,016,389 812,191
ANNUAL REPORT 2016 36
CONTACT DETAILS:
Illawarra Pilot Joint Organisation
T: (02) 4232 3200
E: info@illawarrajointorganisation.nsw.gov.au
PO Box 148
KIAMA NSW 2533
www.illawarrajointorganisation.nsw.gov.au
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